CMToolkitv5

Change Management for Business Transformation: Applying the Success Factors

A Toolkit for Assessing and Managing Organization Change

Change Management Toolkit Introduction

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Introduction

The tools and techniques contained in this toolkit provide a starting point when developing an approach to generating support and commitment as your organization implements new ways of doing business.

Change Management should be executed at two levels, to support strategic and tactical Business Transformation. At the strategic level, the change management challenge impacts the larger organization on a broader scale and intends to build support and commitment to creating a culture that embraces the methods, tools and techniques of Business Transformation. At the tactical level, Change Management activity focuses on the workforce specifically impacted by Business Transformation. An example of this could be a continuous improvement project. Change Management is a method that should be considered at the onset of any effort, either strategic or tactical and needs to be continuously monitored throughout any effort from multiple perspectives. Change Management models and tools presented herein apply on both levels, but will require customization depending on the complexity of the change and the level of the audience you are addressing. For example, senior leadership alignment is more crucial at a strategic level. As stakeholders, senior leaders are much less impacted by a tactical project, than are frontline leaders who are held accountable to manage the implementation of solutions resulting from the project.

Recognizing that Change Management is more art than science, the optimal solution is attained by collaborating with your project team leadership to:

1. Understand how the work will change.

2. Identify who will be impacted, and how.

3. Understand the organizational challenges to gaining necessary stakeholder commitment and develop an approach to meet these needs, according to the eight success factors. (To be discussed later in this toolkit)

4. Execute your change management plan.

Gaining this type of common understanding across the project team is important in order to develop Change Ambassadors as well as to determine early communication messages and ensure consistency in the communications as a whole – “One Voice”.


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Most of the tools described herein are assessment focused, intended to direct your change management thinking and data gathering. However, also included are several activitytools to guide your efforts in taking action as a result of your assessment.

Keep in mind that no tool perfectly fits your project situation. These are intended to be customized and streamlined as needed to fit your organization .

Change Management actions can be organized around 8 Success Factors. The eight (Figure 1 Eight Change Management Success Factors) are explained in detail in the Change Management Overview page of the Business Transformation Knowledge Center. This toolkit organizes around these success factors, summarized

below, by providing tools to prepare the organization to:

Establish a Sense of Urgency

• Identify the forces driving the need for change. • Link them to customers and broader business challenges. • Highlight that the price of staying the same is higher than the

price of change. • Compel action.

Clarify/Share the Transformation Vision

• Translate the sense of urgency, or business case into a compelling picture that draws people toward the future state.

• Define new people, process, and technology requirements aligned with the strategy.

• Specify new behaviors for the future state.

Engage Leadership at All Levels

• Identify leadership roles and behaviors required for success. • Establish clear accountability for fulfilling responsibilities. • Set strategies for existing support and leadership of key people

and initiatives. • Cascade responsibility for leading change down to frontline

leadership.

Engage Leadership At all levels

Involve Stakeholders

Enhance Change Capability

Implement Project

Integration

Enhance Performance

and Organization Alignment

Establish Change

Communications

Establish a Sense

of Urgency

Clarify and Share the

Transformation Vision

Figure 1 Eight Change Management Success Factors

Start with the Change Management Roadmap. Change

Management activity has an appropriate

starting point in the DMAIC methodology of

Continuous Process Improvement. To

understand how change management

activities fit together over the span of a

project, go directly to page 7 of this toolkit,

for a “swim lane chart” of how your plan

should come together. Maintain this chart

for reference as you review each of the

tools in this kit.


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Establish Change Communication

• Use varied means to communicate throughout the entire organization. • Hold leaders accountable for communication. • Encourage twoway communication.


• Involve stakeholders in problem solving. • Keep stakeholders informed of status toward organizational objectives. • Act on feedback from stakeholders. • Mobilize the right resources at the right time to adopt the implementation initiative. • Create a critical mass of effort by impacted groups to propel the change.


• Provide a framework to manage change and create selfsufficiency within the business for leading continuous change.

• Capture and transfer learning from past experience. • Create increased ability to adapt and thrive on change via learning and

professional development.

Implement Project Integration

• Fully integrate technology, process, and people components • Anticipate external and internal events that may impact the project • Ensure sufficient flexibility is present in implementation plans

Enhance Performance and Organization Alignment

• Drive the behaviors needed for new process, technology, and people performance

• Create an environment where desired behaviors are modeled, developed, measured, and rewarded

• Reinforce, sustain, and reshape desired performance over time

Implement Project

Integration


Establish Change Communications


Enhance Performance


Change Management Toolkit Table of Contents

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Program/Project Integration § Competing Initiatives Assessment TK5

§ Project Integration Effectiveness Assessment TK6

§ Tactical Change Management Road Map TK7

§ Change Management Dashboard TK 9

Sense of Urgency § Sense of Urgency/Business Case Assessment TK 12

Transformation Vision § Shared Vision Assessment TK 14

Leadership Accountability at all levels § Leadership Alignment/Role Clarity TK16

§ Senior Leadership Interview Guide TK18

Stakeholder Involvement § Stakeholder Analysis Template TK20

§ Stakeholder Strategy Planning TK28

Change Communication § Communication Plan Template TK31

§ Example Comm Effectiveness Survey TK33

Change Capability § Change Capability Assessment TK36

Performance and Organization Alignment § Organization Performance Levers Assessment TK39

Change Management Toolkit Implement Project Integration

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Implement Project Integration

Purpose Change Management Project Integration normally begins early in a project in order to first assess risks due to multiple priorities with conflicting resource requirements, and to design CM work plans. Tools that can support this effort are described below.

When to Use These tools are ideally used during startup but can also be used throughout the change effort as needed. It is similar to the stakeholder analysis process, but rather than considering key players impacted by the change, one tool considers key initiatives impacted by the change. The other tool measures the effectiveness of integrated teams.

Guidelines Competing Initiatives Assessment The Competing Initiatives Assessment provides a tool for project managers to work through the issues associated with resources that are committed to multiple initiatives. It is also a useful tool for considering overlapping initiatives. The Project Integration Effectiveness assessment goes to a deeper level of analysis of issues.

1. Consider all of the current work underway in the organization related to your initiative.

2. Assess how this work impacts or integrates with your initiative.

3. Consider the impact these initiatives have on your resources. Provide particular consideration and attention to resources deployed on multiple and competing initiatives.

Table 1 Competing Initiatives Assessment

Summary of Competing

Initiative

Priority H/M/L

Owner Group(s) Impacted

Possible Impacts

Key Dates

Recommende d Actions

Who Respon

sible

Implement Project

Integration


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Guidelines – Project Integration Effectiveness Assessment Use iteratively throughout the life cycle of an initiative. Use the framework below to engage teams in a discussion about their integration effectiveness.

Table 2 Project Integration Effectiveness Assessment

Role Clarity Area Possible Questions to Explore Purpose • Do the teams have a shared sense of purpose and goals?

• How do we ensure that teams understand the overarching goals of the project and how they contribute to its success?

Expectations • Do the teams understand the importance of intraproject communication? • Are there the key players on each team clear on their roles and

responsibilities? • How do we ensure that individual team members understand their areas of

authority and accountability? Project

Management • How do we ensure that teams are not encountering significant overlap in

work effort? • Is there a solid master plan in place to manage the different ongoing

projects? • How are we identifying and planning to mitigate risk? • Is there an established procedure for documenting and resolving issues in

timely manner? • Are decisions frequently revisited due to not having the right people involved

initially? • How are we ensuring that teams are receiving the support, information and

cooperation they need from other project teams? Measurement • How do we ensure that teams consistently meet milestones on time or in an

accelerated timeframe? • What mechanisms have/can we put in place to ensure that the teams are

getting the feedback they need to continually improve? • How can we ensure that delays do not occur due to the unavailability of

resources?


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Guidelines – Tactical Change Management Road Map The Tactical Change Management Roadmap depicts CM

activities that would typically support a complex project. These activities in turn would form the shell for a project work plan.

The example road map supports a tactical , but complex project, in which every likely Change Management activity is executed. Your project may be simpler, and many steps depicted here may be omitted if you deem them irrelevant or of no value. Create this roadmap at beginning of the project and refine it into a more detailed Change Management project work plan which defines tasks and resources. Use this roadmap to brief senior leadership on the highlevel activities by which Change Management will support the project. Refer to this roadmap throughout the life cycle of an initiative to demonstrate the various change management activities aligned to project milestones.

Implement Project

Integration

Change Management Toolkit Dashboard

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Table 3 Tactical Change Management Road Map


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Change Management Dashboard

Purpose The Change Management Dashboard is a useful tool for visually displaying status and monitoring Change Management progress by the 8 Change Management Success Factors.

When To Use The dashboard should ideally be considered at the outset of an initiative and then used as a tool throughout the initiative to monitor the 8 Success Factors.

Guidelines During project kickoff, introduce the 8 Success Factors and the Dashboard to the project sponsor and the project team.

Build consensus with the team on the importance of these Fundamentals and establish a plan for using this tool as a gauge for measuring progress in enabling change. Refer to the Change Management overview on the Business Transformation Knowledge Center Website, for a better understanding of each of these factors.

Change Management Dashboard See Figure 4 next page

Implement Project

Integration


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Figure 4 Change Management Dashboard

Stakeholder Involvement

qA clear vision has been articulated?

qChange process is aligned to strategic and business ob jectives?

qVision understood and shared by all stakeholders?

qHas a communication strategy been established?

qHas a feedback mechanisms been established?

qAre key messages impacting ind ividuals rein forced through one onone communication?

q Sense of Urgency for change has been articu lated?

q Benefits of change outweigh benefits of the status quo?

q Impact on efficiency, benefits to customer have been assessed?

q Are we leveraging lessons learned?

qHas a learning p lan been developed to address project team and desired state competencies?

q Is leadersh ip estab lish ing clear priorities?

qDo leaders at all levels understand their role in enabling change?

qDo leaders appreciate the “human side” of change and transition?

qAre leaders engaging stakeholders?

qHave the behaviors required for the future state been identified?

qHas the impact of current performance and cu ltural factors been assessed against the desired state requirements?

qAre shortterm successes recognized and celebrated?

qHave stakeholders been identified and their commitment to change assessed?

qHave strategies been developed to engage stakeholders?

qHas the change p lanning arch itecture required to enable change been established?

qHave success measures for the change effort been established?

qAre the change p lanning elements incorporated in the overall work p lan?

Shared Vision Sense of Urgency Leadership Accountability

ChangeSpecific Communication

Increased Change Capability

Performance and Organization Alignment

Program/Project Integration

Change Management Toolkit Sense of Urgancy/Powerful Business Case

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Sense of Urgency/Powerful Business Case

Purpose The Sense of Urgency/Business Case for Change Success Factor articulates the need for and economic impact of change, and acts as the theme for most initial communication. This assessment measures stakeholder understanding of, and appreciation for it. If the cost of maintaining the status quo is significantly higher than the cost of implementing something new, then a “burning platform” has been formed. From our Army perspective, the burning platform is not only a costin dollars issue. It may impact soldier lives, or mission success or failure. Identifying those costs to the Army gives you the basis for answering the focal stakeholder questions: “Why are we doing this?” and “Why now?” Using this information will contribute to building the resolve and commitment necessary among the sponsor team to maintain momentum until change objectives are met.

When to Use The Business Case for Change Assessment can be used when invited to assist in the development of the business case, or once the initiative is underway, to ensure that a burning platform has been established. Data can be gathered via interviews with a range of stakeholders, or by survey. Sponsors/senior leaders should be able to articulate the sense of urgency at the level appropriate to the stakeholders they want to influence. Senior leadership can appreciate the strategic impacts (dollars saved, budgets met). Midlevel management, front line leadership, and the front line workforce need to understand the impact from a tactical perspective (less about dollars saved, and more about workplace improvement, and soldier benefits and mission accomplishment). The assessment will gauge the rest of the organization’s understanding and buyin.

Guidelines Configure the following topics/questions into a survey, or an interview. Insure they address the appropriate strategic or tactical perspectives according to the stakeholder groups you’re assessing. Assessment results will drive your communication strategy as well as how leaders engage and influence stakeholders.

Establish a Sense

of Urgency

Change Management Toolkit Sense of Urgancy/Powerful Business Case

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Table 5 Assess Sense of Urgency/Business Case

Topic Implications

Efficiency and Effectiveness Will this change initiative result in increased efficiency, improved quality, some sort of benefits, cost avoidance or reductions?

Urgency /Cost of Maintaining the Status Quo

How compelling is the cost of doing nothing?

How well is it understood by stakeholders and shareholders?

Taken together do the factors above outweigh the benefits of maintaining the status quo?

People Impact How will people be impacted by the change?

How will it affect the workplace, employee retention, work conditions.

How will it benefit soldiers, and their mission?

How well do they understand and “buy in” to the need for change?

What are the transition costs of the change?

Related Tools: Figure 3 Stakeholder Group Strategy

Communication Strategy

Transformation Vision Clarity

Purpose This tool assesses the vision clarity, and acceptance for an initiative. A clear vision is critical for any project. It should address the overarching goals of the initiative, and must be relevant and meaningful to all people being impacted. With a clear vision, it is possible to achieve a consistency of beliefs and actions among those responsible for implementing the change. It also fosters the creation of effective change communication for those affected by the change. Vision can also be referred to as “Commanders Intent.”

While short, succinct, sloganstyle vision statements are popular, they rarely convey the deep, gutlevel meaning that must be internalized, particularly in addressing strategiclevel change.

Clarify and Share the

Transformation Vision

Change Management Toolkit Share the Transformation Vision

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The most effective statements tend to require several paragraphs to articulate true spirit and meaning that leads to relevance to all stakeholders. An example document posted on the BTKC in the Change Management page explains best practices and example strategic vision statements around Business Transformation.

When to Use The Vision Clarity Assessment can be used:

• At strategiclevel to assess level of sponsorship and consensus among leadership regarding the clarity of the vision of the change initiative.

• At tactical level to gauge understanding and buyin of users and supervisors concerning their roles and expectations as the improvement project approaches realization.

• To assess how well stakeholders throughout the organization understand and buy in to a relevant compelling vision for their future in the organization.

• When assessing implementation risk in the organization to determine whether the risk may be due to lack of vision clarity.

• Anytime during implementation to test the integrity of the vision as implementation progresses.

Guidelines Use iteratively throughout the life cycle of an initiative.

1. Prepare the vision document to be used as a reference. Remember to focus it according to the level (strategic or tactical) of change you are attempting to affect.

2. Assemble a team (change agents, stakeholders, and sponsors).

3. Review the vision.

4. Achieve consensus on the topics within the assessment. Either complete individually and discuss, or discuss each item as a group.

5. Discuss the implications of the responses.

6. Identify actions needed to clarify the vision for each stakeholder group, and include those actions in the communication plan as an overarching theme.


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Use the questions in the following table to assess the level of vision clarity for the initiative. Table 6 Vision Assessment

Key Component Question

1. Necessity of Change How does our vision of the change address why this change is necessary?

2. Clear Communication Does our vision clearly communicate the benefits of the change for all the people or units affected? What are these benefits?

3. Understandable Is our vision statement written in clear, understandable language for our stakeholders?

4. Accessibility How easy is it for an employee to acquire a written copy of our vision document or have questions answered about the vision? What steps are required?

5. Flexibility Do we revisit our vision and reevaluate it whenever new circumstances arise? What is the process to do this?

6. Alignment Is our vision aligned with the overall strategic vision of the organization? Of the Army?

7. Internal Consistency Is our vision internally consistent, with a minimum of contradictions or conflicts?

8. Proximity to Change Do the people responsible for creating and maintaining the vision work closely with the people primarily affected by the change?

9. Acceptance Is our vision fully accepted among all stakeholders? How do we measure this acceptance?

10. Widespread Communication

Have comprehensive efforts been made to communicate the vision throughout the organization? What are these?

11. Knowledge Does the vision articulate the specific knowledge that people must possess in the future state?

12. Behaviors How does the vision identify the specific behaviors that must be exhibited in the future state? What are those behaviors?

13. Attitudes How does the vision address the specific attitudes that are desired in the future state? What are those attitudes?

14. Values How does the vision identify the values we want people to hold in the future state? What are those values?

15. Technical Goals Does the vision specify the technological goals of the future state? What are those goals?


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Key Component Question

16. Process Changes How does the vision provide a clear understanding of which processes will be affected? Which processes are those?

Vision Clarity Implications Unclear Vision

Without a clear vision to work from, the answers to the questions above will indicate that there is confusion among people affected by the change not only concerning the nature of the change, but why it is occurring and what is expected of them. These types of responses also mean that the change has not been fully thought through and aligned with the organizational needs in the future state. In order to reduce this risk, use this tool to identify areas of your vision that are incomplete and work with the sponsors and stakeholders to fully develop the missing areas.

Clear Vision

If a clear, articulate vision has been created, people are likely to respond to the questions above in a manner that indicates they are clear about the nature of the change and what is expected of them. Vision should not be taken for granted, however. It should be constantly revisited to make sure that it fits the evolving environment in which the change is being implemented.

Related Tools: Example Vision Statement, Examples, and Action steps; [Attach

hyperlink here]

Communication Strategy [Attach hyperlink here]

Change Management Toolkit Engage Leadership at All Levels

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Engage Leadership at All Levels

Purpose Successful leaders demonstrate a number of identifiable and predictable attributes. Taken together, these provide a framework for clarifying roles and behaviors that drive change. The framework below provides a starting point for considering and discussing desired roles and behaviors that must be demonstrated throughout the organization if change will take root.

When to Use These tools ideally are used at the outset of a project to engage project sponsors in a meaningful dialogue about their role. They can also be used throughout the effort to ensure that the leadership team has a clear understanding of their role in enabling change.

Leadership Alignment/Role Clarity Use the following framework and guide in interviews to engage leaders in a discussion about their role in enabling change. Propose a combination of actions as described in the bottom half of the table to engagement leadership in these critical areas:

Leadership presence

Leadership communication

Leadership alignment

Engage Leadership At all levels


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Table 7 Leader Alignment Interview Questions and Leadership Engagement Strategies

Role Clarity Area Possible Questions to Explore Purpose Tell me about a leader you worked with who had a clear understanding of their

purpose and how their role supported the vision of an organization. • How did they embody their purpose on a daily basis?

Expectations Change Leaders maintain a shared understanding with organizational leadership and their teams regarding the expectations set for them.

• What are you trying to accomplish? • What are your objectives and goals? • What do you think is expected of you?

Competence Successful leaders recognize the knowledge, skills, and attributes required to succeed and identify strategies to build these competencies.

• How will you do it? Feedback High performers receive accurate, timely, and specific feedback that identifies

what behaviors they are doing right and those they need to change to improve.

• How will you know how well you are doing? Support Successful leaders believe their efforts will result in success, and that they have

the resources to get the job done. • Will you be provided the support and resources you need to succeed? • Do you have enough information, resources, and good subordinate

leadership to support you? Rewards High performers believe their efforts will be recognized, valued, and rewarded.

• What intangible rewards do you envision as a result of your efforts? Actions to Build Leadership Engagement at All Levels

Increase Leadership Presence

v Leadership should be at the forefront of training. Supervisors and other managers/leaders should be the first to complete training for the transformation. They should be present at graduations, and course completions.

v They should take the lead in training, trying out/adapting the new technology, hosting conferences, chainteaches, brownbag sessions.

Increase Leadership Communication

v All messages of awareness, expectations, standards, and celebration should originate and be delivered by leadership. Emphasize live communication (video’s are a second choice) over memo’s or posters.

Increase Leadership Alignment

v Insure leaders are aligned and share a common compelling vision early on. Be prepared to educate or replace leaders who do not/will not.

v Senior leaders must set specific expectations, observable and measurable objectives and standards for subordinates, to guide their leadership and the rest of the organization towards a future state. And they must enforce them.

v Develop a documented vision statement in sufficient detail and staff through leadership to insure they have a common understanding and share a common view of the organization’s future state.

v Prepare briefing packages and talking papers for leaders to insure common themes and messages are delivered.


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Interview Guide: Senior Leadership Alignment Interview Format: 3 Questions in a freeflowing dialogue environment; Responses captured via interviewer notes, attending scribe or tape recorder with interviewee permission.

Estimated duration: Not to exceed 45 minutes.

Location: Office of Interviewee

Interviewees: See attached roster

Background:

The most critical success factor in generating stakeholder/shareholder commitment to support a transformation is the demonstrated alignment and accountability of its leadership at all levels. Beginning at the senior levels, leadership should be comfortable in articulating a vision of their organization’s future and sense of urgency that resonates with their workforce. Through the demonstrated behavior of leaders at all levels in setting aligned priorities and expectations, they can overcome organizational inertia, and generate an inexorable momentum.

The purpose of this interview is threefold:

1. Capture responses from interviewees around three topics; their own vision and expectations, perceived challenges, and feedback on deployment effectiveness to date. Those responses will drive further communications, and possibly improvements in the Business Transformation strategy.

2. Affirm to Executive leadership that senior leadership is aligned to it’s own vision and expectations

3. Offer to senior leaders an opportunity to provide their own perspectives, suggestions, expectations, challenges, and feedback to Executive leadership.

Interviewer’s Introductory Remarks: At this early stage of the Business Transformation, it’s appropriate that we capture your perspective. I’d like to ask you three questions; first, regarding your own expectations of your organization, a vision in a sense, of your organization’s future as Business Transformation takes hold. I’d also like to gain your perspective about the challenges your organization faces in this transformation, and finally, I’d appreciate learning from you any ideas on how we could be doing it better.

We plan to compile notes of our conversation along with those of other senior Army leaders, and use them to improve our communications support to you as well as the alignment of those messages. Additionally we’d like to use your feedback to improve the program’s overall effectiveness in deploying Business Transformation. I’d be happy to share the compiled notes of this interview for your review.

I’ll work to hold our conversation to 45 minutes or less. May we proceed?


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Question 1: Given your understanding of the objectives, for the Army’s Business Transformation, and in particular, the deployment of Lean Six Sigma. How would you describe your vision of Business Transformation as it would apply to your organization? What are your expectations?

Question2: What challenges do you see, that need to be overcome in order to successfully deploy and sustain a continuous improvement culture using Lean Six Sigma?

Question 3: The Business Transformation deployment currently focuses on Lean Six Sigma and Organizational Analysis & Design. In your opinion, how could the Executive Leadership be more effective in deploying the Army’s Business Transformation initiative?

Change Management Toolkit Stakeholder Involvement

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Figure 2 Stakeholder Analysis

Stakeholder Involvement

Purpose Stakeholder analysis is a powerful technique to ensure that the key players are engaged and contributing to the success of an initiative or a project. Identifying and segmenting stakeholders into groups according to how they will be impacted is the first action taken to manage change. The followon action is to engage groups to build a sense of ownership for the transformation’s outcome.

Identify Stakeholders

Understand Stakeholders

Influence Stakeholders

Who are the key players impacted by the change?

How are they impacted and how much influence do they have to enable change?

What actions can be taken to engage stakeholders in the change and who is responsible?

Identify Stakeholders

Understand Stakeholders

Influence Stakeholders

Who are the key players impacted by the change?

How are they impacted and how much influence do they have to enable change?

What actions can be taken to engage stakeholders in the change and who is responsible?

Strategic Change requires more structured stakeholder analysis, which the following tools can provide. Tactical change, supporting the implementation of a business transformation project solution may be much simpler, enabling you to execute the process exemplified in these tools without adhering to their structure or formality. In other words you can take shortcuts, as long as you follow the thought process.

When to Use The stakeholder analysis is particularly helpful and important at the outset of a project. It is an iterative process, and is revisited throughout a project to:

• Identify key players



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• Understand how these players are impacted by the change and their level of influence to enable change

• Develop strategies and interventions to influence stakeholders

Guidelines The following guidelines discuss options with regard to both process and content when completing a stakeholder analysis.

Step 1: With project team leaders or with sponsors, identify the stakeholder groups impacted by the project or initiative.

Step 2: Through interviews, surveys, or observations, gather information to complete the stakeholder analysis template(Example at Table 8 Stakeholder Group Assessment) for each stakeholder group. Stakeholders are segmented into groups, based on how they are likely to be impacted, and what change management actions will be taken to support them. The example in Table 4 depicts an extremely detailed assessment with data gathered as result of an interview with a functional process leader. It should be customized to capture only data required. Many of the elements/factors may be irrelevant to the transformation effort, and need not be tracked. Other factors may be selfevident, requiring no formal assessment effort, only consensus among change leaders as to their impact.

Step 3: For each group, analyze areas of risk, and draft a two page Stakeholder Group Strategy using the example in Figure 3 Stakeholder Group Strategy. This two part PowerPoint deck enables you to summarize analysis from the stakeholder Group Assessment sheets, and then map out how you would use performance levers such as communication, leadership engagement, and training, to prepare this stakeholder group for the change they’re about to make. Share a draft stakeholder analysis and strategy with the project team leaders, process leaders and sponsors.


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Table 8 Stakeholder Group Assessment

Stakeholder Analysis Template (EXAMPLE)

Major Process Area: Demand to Supply Date of this interview: _________

Source:

Description Assessment data

Background

Specific Functional Area(Stakeholder Group) within the Process:

Groups identified by similarity in which they are impacted and how they will respond to this change.

Manufacturing Engineering Production Schedulers Central Planning Group Operations Management Team Hourly Workforce Clerical Groups Facilities Engineering Group Maintenance Salaried Organization Welding Engineering Group Quality Management Group

Date of assessment Snapshot date this rev of the assessment was taken

6/5/05

Profiling completed by: Who is being interviewed for this assessment (to be kept internal to project)?

John Doe

People components # of stakeholders in this group

Segment them further if initially a large group with potential of each “subgroup” to require unique communication, training, or other change management action (see example at right). If 10 or less, can list specific names )

Manufacturing Engineering (Smallsville.) 30 Production Schedulers 3 Central Planning Group(Smallsville) 6 Operations Management Team 9 Hourly Workforce – (Approx 200) Clerical Groups 3 Facilities Engineering Group 5 Maintenance Salaried Organization 10 Welding Engineering Group – 15 Quality Organization 20

Key sponsor/job title of the group

Executive or Management sponsor driving change (name)

Dave Doe

Change Leaders in the group

Historically, who are the key influencers of group perceptions (names)?

Manufacturing Engineering (Smallsville) – 30 Joe Black, Ken Blankenship Production Schedulers – 3 Central Planning Group(Smallsville) – 6 Henry Lee Operations Management Team 9 Laura Doe Hourly Workforce – (Approx 200) Phil Donaho, Union Pres: Lance Malfoy


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Clerical Groups – 3 John Dale Facilities Engineering Group – 5 Don Knotts Maintenance Salaried Organization – 10 Harrison Ford Welding Engineering Group – 15 Jim Bob Billing Quality Organization Adolf Stolzfuss, Joe Smith

History Major change this group has experienced in the last 12 months

What org or process changes has the group had to deal with (or are still dealing with) over the last 12 months?

Major ramp up in hiring new people, recruiting hiring, training up Manufacturing Engineering (Smallsville) – 30 Just kicked off new Product line,, struggles and successes. Production Schedulers 3 Central Planning Group(Smallsville) 6 Operations Management Team 9n hiring new people, recruiting hiring, training up Hourly Workforce – (Approx 200) n hiring new people, recruiting hiring, training up, New Labor contract just signed. Clerical Groups 3 Facilities Engineering Group 5 Maintenance Salaried Organization – 10 New labor contract just signed Welding Engineering Group 15

Performance of group Informal assessment by person completing profile (Letter grade A through F)

Manufacturing Engineering (Smallsville )– B+ Production Schedulers B Central Planning Group(Smallsville) – B+ Operations Management Team A Hourly Workforce – B Clerical Groups B Facilities Engineering Group B+ Maintenance Salaried Organization – B+ Welding Engineering Group – B+

Organizational perception of group performance

How is the group’s performance viewed by their customers and executives (2 perception grades)? (A through F)

Manufacturing Engineering (Smallsville.) – B Production Schedulers – B Central Planning Group(Mt Vernon) – B+ Operations Management Team B Hourly Workforce – B Clerical Groups B Facilities Engineering Group B+ Maintenance Salaried Organization – B+ Welding Engineering Group – B Quality Organization

History of successful change

How successful has the group been over the last 3 years is implementing change (with details)?

Manufacturing Engineering (Smallsville.) Major upgrade of manufacturing planning software – very successful. Recently implemented AutoTime, gone pretty well. Production Schedulers Central Planning Group(Smallsville) Operations Management Team , lost experience, replaced


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and trained up people. Significant event.

Hourly Workforce – (Approx 200) –Success responding to change in size by 100% over 4 years. 4 years ago, many retired at same time, lost experience, replaced and trained up people. Significant event. Clerical Groups – Facilities Engineering Group Maintenance Salaried Organization Welding Engineering Group – Auto time successful Quality Organization (Ask Joe Smith)

Area characteristics Three key values with the user group

What are the three key personal characteristics that are most valued by the group? (Three characteristics is a goal; two may be sufficient)

Manufacturing Engineering – Product ownership – Flexibility Production Schedulers – Creativity flexibility Central Planning Group – Forward thinking, organized. Operations Management Team determination, success driven, Hourly Workforce – productivity – detail oriented Clerical Groups Flexibility Facilities Engineering Group – Technical capability Maintenance Salaried Organization Responsiveness Welding Engineering Group – Technical ability, responsiveness. Quality Management – Detail orientation – Compliance to requirements orientation

Impact Level; Three key impacts system changes may have on this area* (examples below)

High, Medium or Low? (See criteria) How will this transformation project impact this profiled area?

Manufacturing Engineering – High – Job responsibilities will expand. Tech Tools will change. Production Schedulers – Medium – Some difference in way they do work. Some work will be more automated . Central Planning Group – High – Tools will be different. Will all go from different platform to a common one. Operations Management Team Low Hourly Workforce Low Clerical Groups – Low – different data entry Facilities Engineering Group Low Maintenance Salaried Organization – Medium – Tools will be different for purchasing, requisitioning, inventory management, more capability for manpower planning/resourcing. Welding Engineering Group – Low Quality Management Group Medium

“Tobe” competency shifts. Summarize the key changes required in behaviors, knowledge, skills, and attitudes

Manufacturing Engineers will be more involved in more than just routings, to also Bill of Material aspect; Will have to think on a more expanded scale. Central Planning Group. Locked into a standard way of


November 2006 TK 25

doing things, no longer customized to their personal preference.

Business case impact on the group

Summarize the key ROI drivers impacting this area

Manufacturing Engineering – Key to ontime, on budget product delivery. Single Database, better information, better decisions, more quickly, more accurately. Production Schedulers Central Planning Group; Should reduce the time span required for planning, decision making. More responsive to “what if” scenarios, forecasting for them. Operations Management Team Hourly Workforce Clerical Groups Facilities Engineering Group Maintenance Salaried Organization – More effective, efficient planning for maintenance work, resulting in more equipment uptime. Welding Engineering Group Quality Management Group Efficiency – data effectiveness for quality management decision making.

How is the group’s performance measured today?

What are the operational metrics that are used to assess the group’s performance? (Top 3)?

Manufacturing Engineering –Meeting Schedules, Financial performance – Continuous improvement Production Schedulers – Minimum idle time, resources and machinery. Central Planning Group; Schedule performance. Operations Management Team – Financial commitment – quality shop performance Hourly Workforce – Productivity, utilization(hours charged to contract work), schedule adherence. Clerical Groups Facilities Engineering Group Maintenance Salaried Organization – Responsiveness to fix things, minimize downtime. Utilization of manual labor Welding Engineering Group Quality Management Group – Same as Ops Management Group.

How will the group’s performance be measured after this change?

What new metrics may be used? Which current ones may no longer be relevant?

No anticipated changes here. No current solid metrics exist currently.. Potential/ Hope to identify measures of success.

Who are the main customers of this stakeholder group?

Internal and/or external

Other projects/initiatives currently impacting this group

What are the other projects that are impacting (changing) the processes or work content, or taking up resource time and attention?

No conflicts currently projected, given that this will not happen until Phase II.


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“WIIFM” – What’s in it for me?

Identify benefit(s) to the group of this project as they might perceive them?

Manufacturing Engineering None Production Schedulers – Can get their information more quickly Central Planning Group – Don’t see any benefits Operations Management Team Tool for better information for better decision making Hourly Workforce – none It will minimize disruption their routine Clerical Groups none Facilities Engineering Group none Maintenance Salaried Organization – better resource planning and scheduling, day to day made easier. Welding Engineering Group none Quality Management Group – tool for better info for better decision making.

Losses/Negatives Identify what may be a loss to the group – real or perceived

Manufacturing Engineering – Will be given more work to do. New tools to learn. Production Schedulers none Central Planning Group New tools to learn Perceive less flexibility to do their work. Operations Management Team none Hourly Workforce none Clerical Groups – none Facilities Engineering Group none Maintenance Salaried Organization none Welding Engineering Groupnone Quality Management Group none

Communications Awareness of change and change impact within area

How much does the group know about the project and the change that will impact them? (Placement on the commitment curve)?

Across the board, Salaried, very aware of the Project. Hourly workforce,, unknown. Nothing specific known about effects on their work function

Communication Media What methods are used, to communicate within this group, and to this group; With what level of effectiveness?

• Generally cascaded verbally through supervisor. • Monthly allhands for salaried, • Quarterly Mag • Email capability for salaried • Access to website • Manufacturing Engineering • Production Schedulers • Central Planning Group • Operations Management Team • Hourly Workforce • Clerical Groups • Facilities Engineering Group • Maintenance Salaried Organization


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• Welding Engineering Group • Quality Management Group

Area awareness of project leadership, timelines, goals

How much does the group currently understand about this project specifics?

All hands meetings are providing more detailed updates by their team.

Training Successful training model Provide details around a

successful training experience this area has had recently

Manufacturing Engineering – Process Planning application, used a training manual, and instructorled, with plenty of practical exercise. Production Schedulers. Central Planning Group Operations Management Team Hourly Workforce – Short 45minute sessions at beginning or end of shift; New employees training manual, tabbed. PowerPoints. Clerical Groups Facilities Engineering Group Maintenance Salaried Organization Welding Engineering Group Quality Management Group

Current skill levels Describe current technical and software skills.

Some people in Maintenance Management organization may need to increase their confidence in windows navigation.

Effective Training Delivery Experience

Describe most effective methods for this group in gaining and sustaining new skills.

See above.

*Anticipated Changes Examples:

• new or eliminated tasks (i.e., automating a currently manual process) • new ways of performing existing tasks, reports • management processes, policies, or administrative procedures (e.g. authorization/approval,

reports) • access requirements, etc. • new tools (hardware/software) • Different measures of success different performance standards

Impact levels:

• High – Significant impact; work process will change, driving changes in roles and responsibilities, formal training required., possibly some organizational changes.

• Medium – Work processes will not change, but new tools, technology drives requirement for different discipline and skill sets. Some formal training required.

• Low – No change to work, other than new tools and technology that would only require some onthejob training or orientation.


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Key Influencer/Change Agent (s)

ACME Stakeholder Group Assessment Summary

Demand to Supply

Business Area

In last 3 years, underwent major upgrade in planning software; may question the value of this software. They currently will not perceive any gains being made that would benefit their work. Benefits of Project will not be apparent in the functions of manufacturing engineering.

The gains not readily apparent to them will be ROI related: Ontime, onbudget delivery, A single database, better information, better quality decisions, delivered more quickly.

•Engineers may perceive that they are required to perform more work, with no benefit to them. •There are no perceived conflicts with this implementation, given that it will not occur until phase II.

Gains (real and/or perceived) Losses (real and/or perceived)

Business Area Overall Impact:

Med Low

Manufacturing Engineering Stakeholder Group

30 # of people

High

Dave Doe Key Sponsor (s)

Job Responsibilities will probably expand, because of availability of additional data, and because of their capability to contribute information for use in other business processes. Currently, their information flow is centered on Routings. In future, they must also consider a Bill of Materials aspect. They will have to think on a more expanded scale. This change hints at a different type of competency requirement, possibly in knowledge or attitude. Currently, no performance metrics exist. Post implementation, may provide those. Performance expectations may change. Ramifications will be in the way training is delivered, and possibly how future performance is managed.

Key changes for this stakeholder group related to the Project

Kenny Blankenship X

Figure 3 Stakeholder Group Strategy


November 2006 TK 29

ACME Manufacturing Stakeholder Group

•Currently no indications of requirement to realign organization structure. •Anticipate opportunity after Phase II to extend span of control at unit manager level, possibly reduce number of section managers through attrition:

•Instructorled, plenty of practical exercise, strong coaching presence. •Training considerations include active involvement by leadership, in communicating need for it, Monitoring attendance, and enforcing expectations. •Include stakeholder groups participation in development thru their input and feedback. •Maintain strong super user presence and support post implementation.

Training Plans/Considerations

•Will require assertive leadership involvement to overcome natural reluctance, even resistance. •Regular, relentless communication and education •Actively pursue feedback, and pass to appropriate agent for action. Follow up. •Set clear performance expectations for success of The Project, to include:

•participation in and completion of end user Training •Following new procedures/ new reporting •Orderly phase out of legacy procedures

•Set the example. Attend, or check up on training. Recognize early adapters, and those who participate implementation efforts.

Leadership Involvement Plans/Considerations:

ACME Stakeholder Group Strategy

Creation Date: 7/08/05

Last Revision Date:

Organizational Alignment Plans/Considerations:

Communications Plans/Considerations:

•Will require communications delivered by leadership, face to face, as much as possible. •Include easy access to feedback channels. Conduct “readiness snapshot” focus groups. Search out and respond to rumor. •Relentlessly push themes of ROI, and larger corporate vision early •Link those messages with group values of “Product Ownership, and Flexibility” •Arrange for demo of prototype to assuage any fears. •Include messages clarifying expectations for training •Communicate news and information about successes elswhere to build “peer pressure” •Create and post FAQ’s

Change Management Toolkit Change Specific Communication

November 2006 TK 30

Change Specific Communication

Purpose A communication plan enables proactive planning to ensure that your stakeholders are getting and understanding the information they need to perform their roles throughout a change and into the desired state. It is based on a communication strategy which summarizes overarching themes and supporting messages, as well as delivery means, roles and responsibilities.

A method for gathering feedback is equally critical to effective change communication, and fulfills two purposes:

• Stakeholders must have easytoaccess channels for communicating horizontally and vertically, to share information, best practices, provide input, voice concerns, to be satisfied that their voice is heard.

• Change Leaders require a means to evaluate the effectiveness of their communication, answering the questions: Are we communicating sufficiently? Is our message getting across, and understood? Is it credible? Is support for change growing?

When to Use A communication plan should be established at the outset of an effort after a stakeholder analysis is completed. (Note: there may be an immediate need to develop and deliver communications in the startup phase and these should not be delayed in order to conduct a stakeholder analysis or to develop a communication plan. However, it is critical early on to develop a detailed communication plan as soon as possible to insure your communication effort is properly targeted with the right messages.) The stakeholder analysis will provide a great deal of information to jumpstart your communication plan.

Feedback Mechanisms to fulfill the first purpose (above) should be deployed as early as possible to enable stakeholders early access to communicating upwards to change leaders. Tools for measuring communication effectiveness are deployed as more discrete actions at regular intervals, as stakeholders have reasonable opportunity to receive, and act on a number of communication efforts. An Initial Survey, focus group, or

Establish Change

Communications


November 2006 TK 31

individual interview, for assessing organization communication effectiveness will help identify strengths and risks in this area. As major events/ milestones in the transformation occur, it is valuable to solicit feedback regarding stakeholder understanding and support.

Guidelines There are a variety of tools and templates to support communication planning, and feedback. There are two simple principles to keep in mind when communicating:

a) Develop a plan

b) Don’t be afraid to overcommunicate

It has been said that people need to hear something as many as 7 times before they internalize it.

Step 1: Review your stakeholder analysis to identify specific communication needs. Develop the communication strategy that will align overarching themes and use of different media with stakeholder needs and events/milestones in the transformation. Include anticipated opportunities for gathering feedback.

Step 2: Begin drafting your tactical communication plan such as in Table 9 Tactical Communication Plan, considering communication needs that will occur within the project lifecycle.

Step 3: From your stakeholder analysis, identify key reviewers of communications and who will be key communication senders. Engage these stakeholders in a discussion to validate the communication plan and to develop a streamlined review cycle.

Step 4: Execute the communication plan. If the proposed message will not influence behavior of a stakeholder, it should not be included in this plan.


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Table 9 Tactical Communication Plan

Communication Plan Template

Message Description Vehicle Associated Event Event Date

Audience/ Stakeholder

s

Purpose/Goal Developer Approvers To be Delivered on:

Status Feedback Method

BT Vision, Goals, and Objectives

BTKC News Item and AKO

Announcement (Before & After)

Land War New Speech (Ft. Lauderdale) 22Aug Internal Army Awareness Bill Doe Koe/Lee

Pre Speech: 19 Aug

Post Speech: 23Aug

Not Started

The DD's receive one page of talking points directly focused on the strategy, goals, and objectives of LSS that they can leverage in the field.

LSS Talking Points for DD's

DD Mtg: Initial CMD/MBB

Assessments/plans 24Aug Deployment

Directors Education Bill Doe Doe/Dale 24Aug Submitted Draft

DUSA(BT) reiterates the BT goals in speech as featured speaker at national convention honoring four Army installations for excellence in Manufacturing.

BTKC News Item and AKO

Announcement on 8/16

Shingo Prize Keynote Speech (Las Vegas) 8Sep Public

(External) Awareness Local PAO? OCPA/Doe

Pre Speech Annoucnement:

16Aug Post Speech

Announcement: 9Sep

Pre Speech: Complete

Constituent installations are receiving awards for excellence in manufacturing, Leading the Army's Business Transformation efforts

DUSA BT Keynote Speech

Shingo Prize Keynote Speech (Las Vegas) 8Sep Congress Awareness OCPA

OCLL OCPA 8Sep

Jane Doe to

coordinate with

OCLL?

Certification levels documented: Significance to people, relationship to skill identifiers, links to training opportunities,Reminder of definition of each level.

AKO BT Homepage link to DUSA BT Site,

Public

Army Lean Six Sigma Certification Criteria

Established 10Sep Army at

Large Information Bill Doe Lee 11Sep

Certificatio n Criteria being

approved


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Example Communication Effectiveness Survey

This document depicts example questions that might be posed to stakeholders as part of a survey, poll, or focus group to measure awareness, understanding, and level of commitment for a transformation, based on the communication they receive. The questions in this survey should be customized for the appropriate audience.

To the respondent: Please state your response to each question below by indicating(circling) the number which most closely matches your response to the statement.

1. I understand the sense of urgency surrounding the Army’s decision to invest in this Business Transformation.

Strongly Disagree Disagree Undecided Agree Strongly Agree

1 2 3 4 5

2. I understand how the Army’s Business Transformation might affect my Organization.


1 2 3 4 5

3. In your own words (one paragraph of 50 words or less), explain how this transformation will affect your organization.

4. I expect to receive some training and be closely involved in a project to improve a process sometime in the next six months.


1 2 3 4 5

5. Please rate the effectiveness of the communication channels or media used in YOUR ORGANIZATION for providing news and information about Business Transformation?

Communication Channel Effectiveness

LSS Deployment Newsletter Not at all Somewhat Very effective

1 2 3 4 5


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Army Knowledge Online Website 1 2 3 4 5

Army Home Page (Army.mil) 1 2 3 4 5

Army Business Transformation Knowledge Center (BTKC Website)

1 2 3 4 5

Email 1 2 3 4 5

Voice mail 1 2 3 4 5

Team meetings 1 2 3 4 5

“Town Hall”/ Monthly Meetings 1 2 3 4 5

Brown Bag Lunch Meetings 1 2 3 4 5

Status Reports Not at all Somewhat Very effective

1 2 3 4 5

Surveys 1 2 3 4 5

Other channel (Describe here) 1 2 3 4 5

6. How would you rate the frequency that you receive news and information about the Army’s Business Transformation via the channels below?

Communication Channel Frequency

LSS Deployment Newsletter Not at all Weekly Daily

1 2 3 4 5

Army Knowledge Online Website 1 2 3 4 5

Army Home Page (Army.mil) 1 2 3 4 5

Army Business Transformation Knowledge Center (BTKC Website)

1 2 3 4 5

Email 1 2 3 4 5

Voice mail 1 2 3 4 5

Team meetings 1 2 3 4 5

“Town Hall”/ Monthly Meetings 1 2 3 4 5

Brown Bag Lunch Meetings 1 2 3 4 5


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Status Reports 1 2 3 4 5

Surveys 1 2 3 4 5

Other channel (Describe here) 1 2 3 4 5

Below are a list of activities or events relating to Business Transformation. For each, please indicate your level of awareness of, or current/past involvement in these events in YOUR ORGANIZATION.

Activities or Events Level of Awareness or Involvement

Continuous Improvement Projects Not at all Aware I’m involved

1 2 3 4 5

Lean Six Sigma Awareness Training 1 2 3 4 5

Lean Six Sigma Belt Training 1 2 3 4 5

Other BT professional development opportunities (please describe here) 1 2 3 4 5

Other BT activity ( please describe here) 1 2 3 4 5

Change Management Toolkit Increased Change Capability

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Change Capability

Purpose A Change Capability Assessment analyzes the organization’s capability to overcome obstacles, to set the right priorities, and achieve needed momentum to make the transition. Just as important, it gauges the organization’s capability to sustain the change and make it stick. In some ways it appears to overlap the success factors of “Enhance Performance and Organizational Alignment” and “Project Integration.”

When to Use The Change Capability Assessment should be considered prior to implementation. Assuming the dashboard has been used throughout the effort, the readiness assessment can serve as a final checkpoint as implementation nears. In many cases, the assessment can be made by observation, or by interview or survey of a select group of stakeholders.

Guidelines Use iteratively throughout the life cycle of an initiative.

1. Assemble a team (change agents, stakeholders, and sponsors).

2. Have the team either complete individually and discuss, or discuss each item as a group.

3. Discuss the implications of the responses.

4. Identify actions needed to resolve issues raised.

Change Capability


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Change Capability Assessment Table 10 Change Capability Assessment

Indications of Change Capability

Possible Questions to Explore

Benchmarking Are there any recent examples of the organization’s adopting techniques, procedures, technology, learned from outside itself? In the course of leaders’ conversations, are there references to other organizations, and their performance?

Lessons Learned Does the organization conduct After Action Reviews? How are lessonslearned captured, documented, and disseminated to appropriate stakeholders?

Priority Setting, Silos To what extent is there confusion or conflict among workers and managers as to priorities? How well does the organization operate in a matrix management environment? How effectively does the organization communicate horizontally, across functions?

Change History What is the organization’s history of transformation, and what kinds of stories do stakeholders tell about it (success stories or horror stories)?

Professional Development What evidence indicates the value that leadership places on the training and professional development of its workforce? How has professional development reinforced past change?

Empowerment To what extent are decisionmaking authority and responsibility pushed downward through the organization? How does leadership react to mistakes made?


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Actions to Build Change Capability

v Assign some leaders to research other organizations who have successfully made the transformation your organization is undergoing. Make the contacts and collect their lessons learned.

v Revitalize a discipline of conducting afteraction reviews after each task/project or postmeeting evaluations. Resolve to take action on observations (i.e. Make them lessonslearned.)

v Insure leadership is actively and closely engaged, particularly in setting and clarifying priority of work. Leaders set and enforce expectations to insure meetings and other collaborative events are adequately attended by ALL affected functions.

v Adopt an Appreciative Inquiry Approach to interviewing and problemsolving by identifying what an organization does well, and using that insight in identifying what it must do to be successful in this change.

v Invest in professional development and training to insure an adequate benchstrength of skills and competencies to sustain this transformation past the first generation of employees.

v Insure that leaders are pushing decisionmaking authority and accountability downward, along with sufficient guidance, vision, boundaries or scope.

http://appreciativeinquiry.case.edu/


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Enhance Performance and Organization Alignment

Purpose Often the changes caused by implementations resulting from strategic decisions require significant realignment of organizational behaviors, and even structure. There are many challenges around attempts to introduce changes that are radically different than the existing culture. Organization Performance Levers (OPL’s) exist to some extent in each organization with potential to shape, reinforce, and sustain the desired behavior throughout the organization.

Aligning the key organizational performance levers increases the likelihood of successful implementation of major change. An early assessment of OPLS’s will indicate how effectively they can enable the change. The tool in Table 11 Assessing the Current Organization Performance Levers, can guide an assessment to identify strengths and weaknesses before activating these levers to address the other risks identified for each of the eight success factors.

Figure 4 Organization Performance Levers

When to Use When a client makes a strategic decision that requires a major shift in the way management and/or employees operate. Generally, as processes change, the organizational structure, roles and responsibilities must also change.

Enhance Performance



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Guidelines • Identify current and future state desired behaviors,

competencies

• Analyze gaps

• Assess performance levers for current effectiveness

• Configure/combine organizational performance levers to develop, reinforce and sustain the new behaviors

• Implement, evaluate and reiterate the cycle as necessary

Table 11 Assessing the Current Organization Performance Levers

Organizational Performance Lever

Possible Questions to explore

Education & Development • To what degree do we possess the skills and core competencies needed to run our future processes?

• What are the skills and core competencies needed to run our future state processes?

• How well are we closing the identified gaps? • How will intellectual capital be shared and retained?

Performance Management, Compensation and Rewards

• How clear are the expectations and measures for individuals and teams? What are the expectations and measures for individuals and teams?

• To what extent are people receiving performance feedback on an accurate and timely manner?

• How will resultsoriented performance feedback be provided in the future?

• How well does the organization address the basic needs of people?

• How do existing policies and procedures impact behavior? • How will the organization address the basic needs of people

and differentiate motivators? • What will be the positive consequences of delivering desired

performance? Leadership Effectiveness • What are the leadership characteristics and competencies

needed to influence employee behaviors and create loyal followers? Are they present?

• How well do the leaders model the core values of the firm? • To what extent are employees eager and willing to follow our

leadership? Communication • How does formal information flow in, out, and around the

organization? • How do informal communication systems impact

performance? • What is the ideal process for people to communicate with

each other to offer feedback, share knowledge, and build relationships?

Organizational Alignment and Structure

• How does the organization structure enable or act as a barrier in achieving desired results?

• How does the organization structure enable people to perform


November 2006 TK 41

optimally? • How clear are the roles, responsibilities, and relationships

around decision making, information flow and knowledge creation?

• How will the right people be linked together with the right tools in order to make the right decisions at the right time at the appropriate level in the organization?

• How can we harness the power and synergy of teams? Staffing and Deployment • How well are the employees being utilized to implement the

organizational processes? • How can we recruit and retain the best talent? • How will external service providers be utilized?